## ## |ontents|ontents||||||| |---|---|---|---|---|---|---|---| |Reference and administrative|||information||||1 —2| |Statement
from the CEO|||||||3 —4| |Statement
from the Chair|ofTrustees||||||| |Governance|||||||6 —7| |Background
and Strategy|||||||8 —10| |Strategic report —Objectives||&activities|||||| |Mountbatten
pyramid|||||||12 —13| |Key Achievements
and Performance|||||||14| |Services across Mountbatten|||isle of Wight||and Mountbatten|Hampshire|15 —24| |Quality|||||||25 —35| |Education
and Training|||||||36 —37| |Mandatory
training|||||||38| |Research|||||||39| |Income generation|||||||40 —41| |Communications|||||||42 —44| |Estates and Facilities|||||||45 —47| |Catenng|||||||48| |People Services|||||||49 —54| |Information
Technology|||||||55 —57| |Trustees'
duty to promote|the success of||||the Charity —Section 172statement||58 —60| |Sustainabihty
and carbon|reporting||||||61| |Finanaal
review|||||||62| |Public benefit statement|||||||63| |Statement
oftrustees'
responsibilities|||||||64| |Independent
auditor's
report|||||||65 —67| |Consolidated
statement
of financial||||activities|||68| |(incorporating
an income|and||expenditure||account)||| |Balance sheet|||||||69| |Consolidated
statement
ofcash flows|||||||70| |Notes to the financial
statements|||||||71 —97| ## |Bankers:||NatWest||||| |---|---|---|---|---|---|---| |||NatWest
House||||| |||Riverway||||| |||Newport||||| |||Isle of Wight||||| |||PO30 SUX||||| |Investment|Managers:|Brewin Dolphin|||(Retired March 2023)|| |||Vantage Point||||| |||Woodwater||Park||| |||Pynes
Hill||||| |||Exeter||||| |||EX2 SFD||||| |Investment|Managers:|CCLA Fund||Managers||Ltd| |||)appointed||April|2023)|| |||BSQueen|Victona Street|||| |||London||||| |||EC4V 4ET||||| |Investment|Managers:|Ruffer
LLP|(appointed|||Apnl 2023)| |||80Victona||Street||| |||London||||| |||SW1E SIL||||| |Solicitors:||Bates Wells||LLP||| |||10Queen|Street||Place|| |||London||||| |||EC4R 1BE||||| |Solicitors:||Glanwlles|LLP|||| |||St Cross Business Park||||| |||Newport||||| |||Isle of Wight||||| |||PO30 SBF||||| |Auditor:||Atets Audit||Services Limited||| |||Ashcombe||Court||| |||Woolsack|Way|||| |||Godalming||||| |||Surrey||||| |||GU7 1LQ||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |2.|We will meet the needs ofeveryone
who requires our care and support,|We will meet the needs ofeveryone
who requires our care and support,|ensuring
that no-one
is|ensuring
that no-one
is|ensuring
that no-one
is|ignored:|ignored:| |---|---|---|---|---|---|---|---| |~|Further
development
of a Children
and Young Adults
Service in partnership|with||Kissy Puppy (Isle of||Wight)|and| ||Naomi House and Jack's Place (Hampshire)||||||| |~|A continuation
and further
development
of dementia
services and services|for|older, frail people||||| |~|Advance Care Planning
—continuing
to identify people with long term conditions
including
older people with||||||| ||frailty||||||| |~|Health and Social Care Education||||||| |~|Rapid Palliative
Care Discharge Faohtator at Unwersity
Hospital Southampton
to match the successful|||||model|on| ||the Isle of Wight||||||| |~|Mountbatten
Coordmation
Centres —24/7 telephone
and visiting service across all|||our communities|||| |~|End of Life Domiciliary
Care provision
(Continuing
Health Care packages)||||||| |~|New chanty shop model
Has been designed to integrate
Retail, I-lospitality|and|Clinical Services||||| |3.|We will make sure that everything
Mountbatten
offers is sustainable|for|the|benefit offuture generations:|||| |~|A robust reserves
policy and Risk Register||||||| |~|A Estates task and finish group ensures that our estate is 'fit for purpose'
for future|||generations.
Two|Capital||| ||Appeals are now planned
for the commg year, one for each site||||||| |~|A bespoke 'sustainability'
strategic implementation
plan focusing on fundraising||and financial resilience||||| |~|A detailed
'COVID-19' Action and Recovery
Plan which has now been fully integrated
into our strategic|||||plans|| |~|A new workforce
development
plan
is in process||||||| |~|Development
of our ongoing education
programmes
both for our partners|and|our|local communities|||| |~|A new shops strategy
and a growth
plan for our Hampshire
shops headed
up|by|the|new Head of Retail|Business||| ||Development
and supported
by the Retail/shops
Advisory
Group||||||| |In|order to further
support
our strategic
aims
we continue
to work
m partnership|||for the benefit|of our||local| |communities
with examples
as follows:|||||||| ||Isle of Wight
NHS Trust Community
Paediatric Team||||||| ||Kissy Puppy Chanty
(The Sophie Rolf Trust) —with a unique
Advisory
Group|||made up of key stakeholders|||| ||Isle ofWight
Local Authority||||||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Priority 1: Safety|Priority 1: Safety|||||||||| |---|---|---|---|---|---|---|---|---|---|---| |Target||||||How we measure success||||| |1.1The implementation||||of||All necessary drug formulanes|are built
in SystmOne,|the||| |electronic|prescnbing||on|the||electronic patient record||||| |Inpatient|Unit at|Mountbatten|||Isle|All appropnate
employees
are|trained
in the use ofthe|||| |ofWight|Hospice|||||Electronic Prescribing
function|in SystmOne
—do we|need||| |||||||to explain what this means&||||| |||||||Other health professionals,
including
GP's and community||||| |||||||nurses are notified ofthe move to electromc prescribing||||in| |||||||SystmOne||||| |||||||Electronic Prescnbing
module|in SystmOne goes live.|||| |12 Development||of|robust|||Pharmacist
is in post, has completed
an mduction,
and|||has|| |Pharmacy|provision||at|||clear objectives set.||||| |Mountbatten
Hampshire||||Hospice||Retain and develop
links with|the Royal South Hants|||| |with the|introduction||of|a Band|Ba|Pharmacy
service, building
links to enable rotational||staff||| |Speaahst|Pharmacist||role.|||exposure to the spemalism
of|palliative care Pharmacy||and|| |||||||provide cover in Band Ba Pharmacist's
absence.||||| |||||||Develop and agree robust medicines
management
audit||||| |||||||programme
working
in coniunction
with the Medicines||||| |||||||Safety and Optimisation
team.||||| ## |Tar et|||||How we measure|success||| |---|---|---|---|---|---|---|---|---| |2.1The|implementation||of||Rehabilitation-led|beds are available
and robust||| |rehabilitation-led||beds|on the||procedures
are in|place to inform and support||employees| |Inpatient|Unit at|Mountbatten||Isle|in the provision of patient care|||| |ofWight|Hospice||||Awareness
training|is provided
so employees|understand|| ||||||why rehabilitation-led
beds are appropriate||at|a particular| ||||||stage of patient care|||| ||||||Training on the processes and procedures
is||provided to|| ||||||medics and nurses|||| ||||||Data dashboard
in|place to monitor progress|that is|| ||||||reported
monthly|at the Quality
and Governance||| ||||||Committee|||| ||||||Evaluate and share the outcomes of setting||up|| ||||||rehabilitation-led|beds with other hospices||| ## |2.2 The implementation|2.2 The implementation|of Nurse-|Mountbatten
non-medical
prescribing|education| |---|---|---|---|---| |Led beds on|the Inpatient|Unit at|programme
is approved
by Health Education
England|| |Mountbatten|Hampshire|Hospice|There is a clinical supervision
structure|in place for| ||||Advanced
Nurse Prescribers
facilitated|by the Medical| ||||Team|| ||||Nurse-led
beds expanded
from respite|patients to include| ||||patients
admitted
for iron-infusions
and step down beds|| ||||An evaluation
ofthe nurse-led
bed prolect will be|| ||||completed
and results
included
m the|Quahty
Report and| ||||presented
at Quality and Governance|Committee| ## |3:People's experience|3:People's experience|3:People's experience|3:People's experience|||| |---|---|---|---|---|---|---| |Priority 3: People's Experience||||||| |Target|||||How we measure success|| |3.1Purchase|additional|land on the|||Land required to extend the car park has been|| |Mountbatten|Isle of Wight||Hospice|site to|purchased|| |allow for the|reconfiguration||of car|parking|The Gables and Oak House buildings
have been|| |which
will create increased|||capacity||demolished
by an approved
contractor|| ||||||Design and layout for the car park has been|| ||||||approved
and shared
with staff, volunteers|and,| ||||||stakeholders|| ||||||A robust tender process has been carried out|| ||||||which meets the requirements
ofthe project|| ||||||and the successful contactor appointed|| ||||||Extended car park is in use and meets needs|of| ||||||the service users|| |3.2 Refurbishment
ofthe Hazel Centre to|||||Refurbishment
work
is completed,|| |include a new|Cafe and|commercial||Kitchen|commissioned,
and signed off, including|| |area|||||compliance
registration
of fire safety|| ||||||Redecoration
ofthe Hazel Centre communal|| ||||||areas and refurbishment
ofoutdoor areas ofthe|| ||||||cafe including
the purchase of new furniture|| ||||||Cafe opening
hours increased
in a staged|| ||||||approach
aiming for opening
seven days a|| ||||||week, including
Christmas
Day|| ||||||Feedback from employees,
patients
and wsitors|| ||||||regarding
their experiences
ofthe Cafe|| ||||||gathered
and a report produced.|| ## |3 3 Develop|3 3 Develop|a portfolio of|language||that|staff,|Programme
of workshops
is in place to discuss| |---|---|---|---|---|---|---|---| |volunteers||and our community
are|||||with employees
and volunteers
about the| |comfortable||with using regarding||death,||dying|importance
of having
a common
language
about| |and bereavement|||||||death and dying, which gives them confidence| ||||||||when speaking to their networks| ||||||||Mandatory
training
on the use of a common| ||||||||language
about death and dying
is in place for| ||||||||all employees
and volunteers| ||||||||Employees
and volunteers
are surveyed
to| ||||||||assess their understanding
ofthe common| ||||||||agreed language
and the results analysed to| ||||||||ensure that it is embedded
in the culture| ||||||||Plan is in place to communicate
our ethos for a| ||||||||common
language
about death and dying both| ||||||||internally
and to the wider health community| |3.4 Ensure||Mountbatten's|reach is||wider|and|Develop links across all communities,
attending| |equitable|in terms ofaccess to services and||||||meetings
and events where possible within the| |suppolt|||||||communities
we support| ||||||||Strengthen
links with Homelessness
support| ||||||||services including
misuse of substance
services| ||||||||and support
their development
around end-of-| ||||||||life care and provision| ||||||||Build on development
ofsupport/information| ||||||||clinics within the Hazel Centre and widen the| ||||||||network| ||||||||Produce a Equality,
diversity
and inclusion
policy| ||||||||Provide teaching sessions for Mountbatten| ||||||||employees
related to the cultural
beliefs of all| ||||||||community
groups and what
is important
to| ||||||||them| ||||||||Develop a procedure to support
staff when| ||||||||caring for members ofany under-represented| ||||||||gl'oup| ||||||||Explore opportunities
to utilise the Hazel Centre| ||||||||for diverse means| ## ## |Overall rating for this service|Overall rating for this service|oviiwilulhc|| |---|---|---|---| |u ize wzrzx|wfrz|iN~|~| |liui rierwe|vilvriive i|sow|~| |1st Awfl..|zxzrz|ootu~wx|| |nizvwr»ze|errwnuw&|duu~lw|0| |li I,"4 wzv iv|rri Ilxn|ixnnawiw|rz| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||Mountbatten|Isle ofWight|Isle ofWight|| |---|---|---|---|---|---| |Media/Sites|Vacancies|||Applications|Hits| |NHS Jobs|47|||517|31,232| |Indeed|40|||378|47,512| |IOW jobs|17|||72|4,868| |Other Platforms||||40|2,152| |||Mountbatten||Hampshire|| |Media/Sites|Vacancies|||Applications|Hits| |NHS Jobs|65|||350|52,175| |Indeed|65|||522|75,390| |Other Platforms|||||252| |||Mountbatten||Group|| |Media/Sites|Vacancies|||Applications|Hits| |NHS Jobs|112|||867|83,407| |Indeed|105|||900|122,902| |IOW Jobs|17|||72|4,868| |Other Platforms||||41|2,404| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Our Workforce||| |---|---|---| |As an organization,
we|are only as strong as|We communicate
with our staff in many different
ways
We| |the people we' re made|up of. We pride|run an ongoing series ofgeneral open meetings
to which
all| |ourselves
on the ability|to recruit, develop,|staff are invited
and at which any member ofstaff my raise| |support
and train he best people
in each area||any issue or concern that they may have.| |of our work. In order to do this, we need to
listen to our employees
and understand
what
kinds ofsupport,
information
and
development
opportunities
they want to see
from us.||We also have a policy whereby
all staff are able to have
regular and frequent
one to one meetings
with their line
manager
to discuss matters that relate directly to their day to
day work or how their work is affecting their day to day life.| |||We have a formal annual
process of appraisal
to formally| |||record the performance,
development
progress
and ambitions| |||and future plans for the employee
and the Chanty.| |||Finally, we have a formal process of whistleblowing
and an| |||identified
whistleblowing
'champion'
to faalitate
swift| |||disclosure
and resolution
to employment,
and other, issues| |||which
may be sensitive,
difficult or contentious
in nature.| |Suppliers||| |We work with a range|of suppliers
but given|While the nature of our activities means that our largest| |our location and what|it is that we do, they are|expense is Human
Resources we still spend significant| |mostly local suppliers.|They do range from|amounts
with external
supphers.
We are committed
to| |small independents
to|members
of large and|treating
them fairly and ensure that as far as possible we pay| |sometimes
international|corporate groups.|them promptly
and deal with them equitably.
We run two| |We value our relationships
with
all of our||creditor payment
runs every month to ensure that we are able| |suppliers
and try hard to build good||to pay suppliers
promptly
and within agreed credit terms.| |relationships
with
all ofour suppliers.||| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ||||rv
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0Z| ## |||||The|Group|Earl Mountbatten|Hospice| |---|---|---|---|---|---|---|---| |||||2023|2022|2023|2022| ||||Note|||E|E| |Fixed assets:|||||||| |Tangible assets|||12|11,693,046|11,718,873|11,217,448|11,282,700| |Investments|||13|31,629|7,810,840|2|5,910,849| |||||11,724,675|19,529,713|11,217,450|17,193,549| |Current assets:|||||||| |Stocks||||9,598|2,229||| |Debtors|||16|689,763|3,819,692|542,822|1,922,060| |Cash at bank and in||hand||8,884,194|1,076,983|6,446,730|563,622| |||||9,583,555|4,898,904|6,989,552|2,485,682| |Liabilities:|||||||| |Creditors: amounts||falling due within one year|17|(2,296,596)|(1,529,446)|(938,949)|(596,973)| |Net current assets||||7,286,959|3,369,458|6,050,603|1,888,709| |Total net assets|||20|19,011,634|22,899,171|17,268,053|19,082,258| |Funds:|||||||| |Restricted funds||||3,194,784|3,221,019|3,194,784|3,221,019| |Restricted funds CMH||||220,950|239,486||| |Unrestricted
funds:|||||||| |Designated
funds||||9,573,435|9,573.435|9,073,435|9,073,435| |General funds||||6,022,465|9,865,231|4,999,834|6,787,804| |Totalunrestricted|funds|||15,595,900|19,438,666|14,073,269|15,861,239| |Total funds|||21|19,011,634|22,899,171|17,268,053|19,082,258| ## ||||||Note||2023|||2022|| |---|---|---|---|---|---|---|---|---|---|---|---| |||||||E|||E||| |Net cash|provided
by|(used in) operating|||||||||| |activities|||||22|||613,088|||(351,464)| |Cash flows from investing|||activities:||||||||| |Dividends|and interest|||||197,097|||138,425||| |Purchase|of property,|plant and equipment||||(361,185)|||(535,835)||| |Proceeds|from disposal|of property,||plant and|||||||| |equipment|||||||||26,833||| |Proceeds|from sale of|investments||||7,190,429|||1,383,104||| |Purchase|of investments|||||(1,257,072)|||(1,689,251)||| |Movement
in portfolio||cash held for||investment||1,424,854|||(793,704)||| |Net cash|used in investing||activities|||||7,194,123|||(1,470,428)| |Change in cash and cash equivalents||||in the year||||7,807,211|||(1,821,892)| |Cash and|cash equivalents||at the beginmng
ofthe||||||||| |year||||||||1,076,983|||2,898,875| |Cash and|cash equivalents||at the end ofthe year|||||8,884,194|||1,076,983| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||ra
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I| ## |This is sta|ted after|char|ging|||| |---|---|---|---|---|---|---| ||||||2023|2022| ||||||E|E| |Depreciation|||||387,012|298,014| |Operating|lease rentals:|||||| |Property
- EMH|||||199,539|196,550| |Property
- CMH|||||147,335|109,647| |Auditor's|remuneration||(excluding|VAT):||| |Audit|- EMH||||24,650|22,250| |Audit|- CMH||||20,600|18,750| |Other|services|- EMH|||1,300|1,250| |Other|services|—CMH|||1,300|1,250| |Staff costs were as|Staff costs were as|follows:|||||| |---|---|---|---|---|---|---|---| |Current year||||||2023|| ||||||EMH|CMH|Total| ||||||E|E|E| |Staff under|service|level agreement|with|NHS|732,360|3,597,801|4,330,161| |Wages and|salaries||||4,898,863|1,308,906|6,207,769| |Employer's|national|insurance|||466,615|368,934|835,549| |Pension costs|||||545,763|419,656|965,419| |Temporary|and agency staff||||907,991|400,014|1,308,005| |Other staff|costs||||333,373|223,336|556,709| ||||||7,884,965|6,318,647|14,203,612| |Prior year||||||2022|| |---|---|---|---|---|---|---|---| ||||||EMH|CMH|Tata
I| ||||||E|E|E| |Staff under|service|level agreement|with|NHS|731,585|3,079,246|3,810,831| |Wages and|salaries||||4,351,522|1,333,403|5,684,925| |Employer's|national|insurance|||396,510|291,71&|688,228| |Pension costs|||||495,878|388,283|884,161| |Temporary|and agency staff||||745,748|268,681|1,014,429| |Other staff|costs||||224,077|234,379|458,456| ||||||6,945,319|5,595.710|12,541,030| ## |The following
number
of employees
received employee
insurance)
during the year between:|benefits (excluding
employer
pension costs and|national| |---|---|---| ||2023|2022| ||No.|No.| |E60,000 - E69,999|1|1| |E70,000 - E79,999|1|1| |E80,000 —E89,999|2|1| |E90,000 - E99,999|1|1| |E100,000 - E109,999||1| |E110,000 - E119,999||| ## |9.
St|aff numbers||||| |---|---|---|---|---|---| |||2023|2023|2022|2022| |||Employed|Recharged|Employed|Recharged| |||by Charity|to Charity|by Charity|to Charity| |||No.|No.|No.|No.| |Fundraising|- EMH|11||10|| |Fundraising|-CMH|5||32|| |In patient|unit / Patient services - EMH|68||52|| |In patient|unit / Patient serwces - CMH|79||137|| |Community||107||56|| |Day unit /|JCC|18||10|| |Retail||61||4(|| |Support||80||43|| |||429||381|| ## ## ## ## |12.
Tangible fixe|d assets|||||| |---|---|---|---|---|---|---| |||||Fixtures,||| |||Land and|Leasehold|fittings and|Motor|| |Group||buildings|improvements|equipment|vehicles|Total| |||E|E|E|E|E| |Cost||||||| |At the start of the year||11,112,676|250,674|2,454,453|261,197|14,079,000| |Additions
in year||57,433|35,858|265,394|2,500|361,185| |Disposals
in year||||||| |Transfers||(136,940)|136,940|||| |At the end ofthe year||11,033,169|423,472|2,719,847|263,697|14,440,185| |Depreciation||||||| |At the start ofthe year||153,372|43,126|1,961,745|201,884|2,360,127| |Charge for the year||13,042|75,746|271,939|26,285|387,012| |Depreciation
ehminated|on disposal|||||| |Transfers||(122,951)|122,951|||| |At the end ofthe year||43,463|241,823|2,233,684|228,169|2,747,139| |Net book value||||||| |At the end ofthe year||10,989,706|181,649|486,163|35,528|11,693,046| |At the start ofthe year||10,959,304|207,548|492,708|59,313|11,718,873| |||Freehold||Fixtures,||| |||land and|Leasehold|fittings and|Motor|| |Earl Mountbatten
Hospice||buildings|improvements|equipment|vehicles|Total| |||E|E|E|E|E| |Cost||||||| |At the start ofthe year||11,062,094||2,031,583|261,197|13,354,874| |Additions
in year||55,860||27,555||83,415| |Disposals
in year||||||| |Transfers||(136,940)|136,940|||| |At the end ofthe year||10,981,014|136,940|2,059,138|261,197|13,438,289| |Depreciation||||||| |At the start ofthe year||122,951||1,747,339|201,884|2,072,174| |Charge for the year|||7,760|115,117|25,790|148,667| |Depreciation
eliminated|on disposal|||||| |Transfers||(122,951)|122,951|||| |At the end ofthe year|||130,711|1,862,456|227,674|2,220,841| |Net book value||||||| |At the end ofthe year||10,981,014|6,229|196,682|33,523|11,217,448| |At the start ofthe year||10,939,143||284,244|59,313|11,282,700| ## ||||||Group||Earl Mountbatten|Hospice| |---|---|---|---|---|---|---|---|---| ||||||2023|2022|2023|2022| ||||||E|E|E|E| |Listed investments||||||||| |Fair value||at the|start ofthe year||6,385,986|5,794,747|4,827,958|4,462,912| |Additions||at cost|||1,257,071|1,689,251|955,107|1,319,277| |Disposal proceeds|||||(7,190,428)|(1,383,104)|(5,463,195)|(1,078,776)| |Net (loss)/gain
on change||||in fair value|(421,000)|285,092|(319,870)|124,545| ||||||31,629|6,385,986||4,827,958| |Cash held||by investment||broker pending||||| |reinvestment||||||1,424,854||1,082,889| |Investment||in group undertaking||||||| |Fair value||at the|end ofthe year||31,629|7,810,840|2|5,910,849| ||||||||2023|2022| ||||||||E|E| |UK Bonds||||||||497,542| |Overseas||Bonds|||||31,629|426,507| |UK Equities||||||||1,662,869| |North American|||Equities|||||1,560,358| |European||Equities||||||407,543| |Japanese||Equities||||||220,427| |Asia Pacific Equities||||||||523,137| |Emerging||Market|Equities|||||99,881| |Global Investments||||||||298,476| |Absolute|Return|||||||208,631| |Property|Trusts|||||||212,522| |Other||||||||268,093| |Cash||||||||1,424,854| ||||||||31,629|7,810,840| ## ||||||||Countess|| |---|---|---|---|---|---|---|---|---| |||||||Countess|Mountbatten|Earl| |||||||Mountbatten|Hospice|Mountbatten| |||||||Hospice Charity|Promotions|Hospice Trading| |Year ended|31March 2023|||||Limited|l.imited|Limited| |||||||6|E|E| |Income/
turnover||||||6,968,189|402,733|104,069| |Cost of sales|||||||(131,389)|(8,461)| |Net income/|gross profit|||||6,968,189|271,344|95,608| |Net expenditure
/||administratwe||expenses||(9,182,898)|(18,202)|(36,158)| |Distribution|from subsidiary|||||482,590||| |Loss on investment||assets||||(101,130)||| |Net income/(expenditure)/profit/(loss)|||||for the financial|||| |year||||||(1,833,249)|253,142|59,450| |Funds/retamed
earnings
brought||||forward||3,339,377|477,536|| |Net income/(expenditure)/profit/(loss)|||||for the financial|||| |year||||||(1,833,249)|253,142|59,450| |Distribution|under|Gift Aid to parent|||charity||(482,590)|(59,450)| |Reserves/retained||earnings|carried forward|||1,506,128|248,088|| |The aggregate of the assets,|||kabilities||and funds was:|||| |Assets||||||2,927,144|288,307|27,333| |Liabilities||||||(1,421,016)|(40,217)|(27,331)| |Funds||||||1,506,128|248,090|| ## ||||||||Countess|| |---|---|---|---|---|---|---|---|---| |||||||Countess|Mountbatten|Earl| |||||||Mountbatten|Hospice|Mountbatten| |||||||Hospice Charity|Promotions|Hospice Trading| |Year ended 31March 2022||||||Limited|Limited|l.imited| |||||||E|E|E| |Income / turnover||||||9,335,716|373,587|78,305| |Cost ofsales|||||||(118,092)|(6,699)| |Net mcome/gross|profit|||||9,335,716|255,495|71,606| |Net expenditure/administratwe|||expenses|||(8,028,476)|(26,047)|(35,893)| |Distnbution
from|subsidiary|||||57,660||| |Gain on investment|assets|||||160,547||| |Net (expenditure)/profit
for||the|finanmal||year|1,525,447|229,448|35,713| |Funds/retained
earnings
brought|||forward|||1,813,930|305,748|(2,195)| |Net income/(expenditure)/profit/(loss)||||for the financial year||1,525,447|229,448|35,713| |Distribution
under|Gift Aid to parent|||charity|||(57,660)|(33,518)| |Reserves/retained|earnings|earned forward||||3,339,377|477,536|| |The aggregate ofthe assets,||liabilities||and|funds was:|||| |Assets||||||4,738,226|535,666|37,019| |Liabilities||||||(1,398,849)|(58,128)|(37,017)| |Funds||||||3,339,377|477,538|| ## ## ## |||2023|2022| |---|---|---|---| |||E|E| |Gross|income|8,784,402|10,471,563| |Result|for the year|(1,814,204)|1,272,168| |16.|Debtors||| |||Group||Earl Mountbatten|Hospice| |---|---|---|---|---|---| |||2023|2022|2023|2022| |||E|E|E|E| |Amounts|due from group entities|||22,732|211,712| |Trade debtors||243,165|81,012|203,812|24,034| |Accrued|income and other debtors|168,864|3,418,215|130,330|1,452,771| |VAT recoverable||99,956|148,381|59,140|97,057| |Prepayments||177,778|172,084|126,808|136,486| |||689,763|3,819,692|542,822|1,922,060| |17.
|Creditors: amounts
falling due wi|thin one year|||| |---|---|---|---|---|---| |||Group||Earl Mountbatten|Hospice| |||2023|2022|2023|2022| |||E|E|E|E| |Trade creditors||447,381|556,061|246,376|258,256| |Deferred|income|69,718|69,718|69,718|69,718| |Other creditors and accruals||1,779,497|903,667|613,781|268,999| |Amounts|due to group entities|||9,074|| |||2,296,596|1,529,446|938,949|596,973| ## |||||Group||Earl Mountbatten|Hospice| |---|---|---|---|---|---|---|---| |||||2023|2022|2023|2022| |||||E|E|E|E| |Balance|at the beginning
ofthe year|||69,718|623,041|69,718|318,041| |Amount|released|to income|in the year||(553,323)||(248,323)| |Amount|deferred|m the year|||||| |Balance|at the end ofthe year|||69,718|69,718|69,718|69,718| ## ## ## ## ## |20.a)
Analysis ofgroup net assets between|funds - 2023|||| |---|---|---|---|---| ||General|Designated|Restricted|Total| ||unrestricted|funds|funds|funds| ||E|E|E|E| |Tangible fixed assets|372,201|9,020,915|2,299,930|11,693,046| |Investments|31,629|||31,629| |Net current assets|5,618,635|552,520|1,115,804|7,286,959| |Net assets atthe end ofthe year|6,022,465|9,573,435|3,415,734|19,011,634| |20.a)
Analysis ofgroup net assets between|funds
-2022|||| |---|---|---|---|---| ||General|Designated|Restricted|Total| ||unrestricted|funds|funds|funds| ||E|E|E|E| |Tangible fixed assets|368,040|9,020,915|2,329,918|11,718,873| |Investments|7,310,840|500,000||7,810,840| |Net current assets|2,186,351|52,520|1,130,587|3,369,458| |Net assets atthe end ofthe year|9,865,231|9,573,435|3,460,505|22,899,171| ## |21.a) Mov|e|ment
in funds|- 2023||||||| |---|---|---|---|---|---|---|---|---|---| ||||At 1 Apnl|||Gain on|||At 31| ||||2022|Income|Expenditure|revaluations|Transfers||March 2023| ||||E|E|E|E||E|E| |Restricted funds|||||||||| |Capital funds|||||||||| |John Cheverton
estate||fixed|||||||| |asset fund|||74,274||(29,988)||||44,286| |Fixed Asset Fund|||2,255,644||||||2,255,644| |Revenue funds|||||||||| |Community
equipment|||2,678||(2,678)||||| |Clinical Co-ordination||Centre|192,057||(150,844)||||41,213| |iBCF|||97,227|80,000|(143,223)||||34,004| |Kelly donation|||505||||||505| |Young adult services|||56,584||(33,875)||||22,709| |DC clinical teaching post||||15,171|(15,171)||||| |NHS CCG - CQUINs||||39,038|||||39,038| |KissyPuppy
restricted||fund|341,513|113,591|(55,524)||||399,580| |Advanced
communication|||4,651||(903)||||3,748| |MND Clinic|||9,451||(2,524)||||6,927| |Responsible
communities|||65,075||(65,075)||||| |Mountbatten
young|adults||5,114||(2,645)||||2,469| |Barclays donation|||75,276||(8,998)||||66,278| |Ward Furniture|||4,616||(3,604)||||1,012| |Oak Garden
Decking|||5,500||(5,500)||||| |Butterfly &Chelsea Garden|||||||||| |Maintenance|||5,000||(5,000)||||| |Bladder Scanners|||8,000||(917)||||7,083| |Hoist Pods for IPU|||4,560||(880)||||3,680| |Essential
Equipment|for patient||||||||| |Care|||4,618|2,200|(2,555)||||4,263| |Gen Don-Community||||12,681|(12,681)||||| |Gen Don-Lymphoedema||||100|(100)||||| |Donations for Staff||||703|(703)||||| |JC Pool Vehicle Fund||||250,000|||||250,000| |Daisy Rich Trust||||1,000|||||1,000| |Hospital
Saturday
Fund||||2,000|||||2,000| |Other restricted
funds|||8,676|1,011|(342)||||9,345| |Total restricted
funds||EMH|3,221,019|517,495|(543,730)||||3,194,784| |21|.a) M|o|veme|nt
in fund|s —2023 (cont.)||||||| |---|---|---|---|---|---|---|---|---|---|---|---| ||||||||||||At 31| ||||||At 1 April|||Gain on|||March| ||||||2022|Income|Expenditure|revaluations|Transfers||2023| ||||||E|E|E|E||E|E| |Restricted funds -|||CMH||||||||| |NHSE|||||98,870||(27,070)||||71,800| |Other|||||140,616|81,437|(72,903)||||149,150| |Total restricted funds|||||3,460,505|598,932|(643,703)||||3,415,734| |Unrestricted|funds||-EMH||||||||| |Designated|funds:||||||||||| |Fixed Asset|Fund||||9,073,435||||||9,073,435| |Total designated||funds||- EMH|9,073,435||||||9,073,435| |Designated|funds||- CMH||500,000||||||500,000| |Total designated||funds|||9,573,435||||||9,573,435| |General funds —EMH group|||||5,957,898|7,275,552|(9,749,624)|(319,870)|||3,163,956| |General funds —CMH group|||||3,907,333|7,289,486|(8,237,180)|(101,130)|||2,858,509| |Total unrestricted|||funds||19,438,666|14,565,038|(17,986,804)|(421,000)|||15,595,900| |Total funds|- EMH||||18,252,351|7,793,047|(10,293,354)|(319,870)|||15,432,174| |Total funds|- CMH||||4,646,820|7,370,923|(8,337,153)|(101,130)|||3,579,460| |Total funds|||||22,899,171|15,163,970|(18,630,507)|(421,000)|||19,011,634| ## |21.b)
Movemen|t|in funds|- 2022||||||| |---|---|---|---|---|---|---|---|---|---| |||||At 1April|||Gain on||At 31March| |||||2021|Income|Expenditure|revaluation||2022| |||||E|E|E||E|E| |Restricted funds|||||||||| |Capital funds|||||||||| |John Cheverton
estate||fixed asset fund||111,576||(37,302)|||74,274| |Fixed Asset Fund||||2,255,644|||||2,255,644| |Revenuefunds|||||||||| |Community
equipment||||12,475||(9,797)|||2,678| |Clinical Co-ordination||Centre||333,521||(141,464)|||192,057| |iBCF||||159,566|73,333|(135,672)|||97,227| |Kelly donation||||505|||||505| |Young adult services||||68,967|20,000|(32,383)|||56,584| |DC clinical teachmg post|||||13,246|(13,2461|||| |NHS CCG -CQUINs|||||41,139|(41,1391|||| |Hospital discharge co-ordinator|||grant|1||(1)|||| |KissyPuppy
restncted||fund||269,148|100,810|(28,445)|||341,513| |Advanced
communication||||4,651|||||4,651| |MND Clinic||||12,205||(2,754)|||9,451| |Responsible
communities||||66,750||(1,675)|||65,075| |Mountbatten
young|adults|||5,144||(30)|||5,114| |Barclays donation||||92,156||(16,880)|||75,276| |NHSE|||||1,439,619|(1,439,619)|||| |Ward Furniture|||||8,707|(4,091)|||4,616| |Education
Fund|||||4,215|(4,215)|||| |Oak Garden
Decking|||||5,500||||5,500| |Butterfly &Chelsea Garden|||||||||| |Maintenance|||||5,000||||5,000| |Online Bereavement|support||||2,584|(2,584)|||| |Infection Control Salary Costs|||||14,366|(14,366)|||| |Bladder Scanners|||||9,000|(1,000)|||8,000| |Hoist Pods for IPU|||||5,520|(960)|||4,560| |Essential
Equipment|For patient||Care||4,954|(336)|||4,618| |SPOC/Palliative
Care|Hub||||47,593|(47,593)|||| |Music Therapy|||||3,000|(3,000)|||| |Rodwell donation|||||250,000|(250,000)|||| |Other restricted
funds||||8,211|13,371|(12,906)|||8,676| |Total restricted
funds||EMH||3,400,520|2,601,957|(2,241,458)|||3,221,019| ## |21.b) Move|ment
|in funds —2022|(cont.)||||| |---|---|---|---|---|---|---|---| ||||||||At 31| ||||At 1April|||Gain on|March| ||||2021|Income|Expenditure|revaluation|2022| ||||6|E|6|E|6| |Restricted funds -||CMH|||||| |NHSE||||2,267,249|(2,168,379)||98,870| |Other|||131,934|120,398|(111,716)||140,616| |Total restricted
funds|||3,460,505|4,449,604|(4,521,553)||3,460,505| |Unrestricted|funds|-EMH|||||| |Designated|funds:||||||| |Fixed Asset|Fund||9,073,435||||9,073,435| |Total designated
funds - EMH|||9,073,435||||9,073,435| |Designated|funds|- CMH|500,000||||500,000| |Total designated
funds|||9,573,435||||9,573,435| |General funds —EMH group|||5,393,484|7,534,944|(7,095,184)|124,654|5,957,898| |General funds —CMH group|||1,487,746|7,321,656|(5,062,616)|160,547|3,907,333| |Total unrestricted||funds|16,454,665|14,856,600|(12,157,800)|285,201|19,438,666| |Total funds|- EMH||17,867,439|9,596,900|(9,336,642)|124,654|18,252,351| |Total funds|- CMH||2,119,680|9,709,304|(7,342,711)|160,547|4,646,820| |Total funds|||19,987,119|19,306,204|(16,679,353)|285,201|22,899,171| ## ## ## ## ## ## ## ## ||||||||2023|2022| |---|---|---|---|---|---|---|---|---| ||||||||E|E| |Net (expenditure)/income
for the reporting|||||period||(3,887,537)|2,912,052| |(as per the statement||offinancial activities)||||||| |Depreciation
charges|||||||387,012|311,608| |Profit on disposals|offixed assets|||||||(13,594)| |(Gains)/losses
on investments|||||||421,000|(285,092)| |Dividends,
interest|and rent||from investments||||(197,097)|(138,425)| |(Increase)/decrease|in stocks||||||(7,369)|1,205| |Decrease/(increase)||in debtors|||||3,129,929|(2,559,546)| |Increase/(Decrease)||in creditors|||||767,150|(579,672)| |Net cash (used in)/provided|||by operating|activities|||613,088|(351,464)| |Analysis of cash and||«ash equivalents||||||| ||||||||2023|2022| ||||||||E|E| |Cash
in hand|||||||8,884,194|1,076,983| |Analysis ofchanges||in net debt||||||| |||||||1 April|Cash flows|31March| |||||||2022||2023| |||||||E||E| |Cash in hand||||||1,076,983|7,807,211|8,884,194| ## ||||Group||Earl Mountbatten|Hospice| |---|---|---|---|---|---|---| |||2023||2022|2023|2022| |||E||E|E|E| |Less|than one year|347,398||306,275|156,898|160,441| |One|to five years|1,276,558||805,333|593,725|382,667| |Over|five years|784,117||11,250|355,200|| |||2,048,073||1,122,858|1,105,823|543,108| ##